MINIMUM VIABLE GOVERNANCE FOR DATA SCIENCE INITIATIVES A TRANSPORT FOR NSW CASE STUDY

Mathur, S; Sankaran, S; MacAulay, S; Tsang, I

MINIMUM VIABLE GOVERNANCE FOR DATA SCIENCE INITIATIVES A TRANSPORT FOR NSW CASE STUDY

Mathur, S

Sankaran, S

MacAulay, S Tsang, I

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Publisher:: International Project Management Association, Serbian Project Management Association
Publication Type:: Conference Proceeding
Citation:: Value co-creation in the project society, 2022, pp. 65-76
Issue Date:: 2022-12-01

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Field	Value	Language
dc.contributor.author	Mathur, S https://orcid.org/0000-0002-0125-0189
dc.contributor.author	Sankaran, S https://orcid.org/0000-0001-5485-6216
dc.contributor.author	MacAulay, S
dc.contributor.author	Tsang, I
dc.date.accessioned	2023-01-02T23:18:41Z
dc.date.available	2023-01-02T23:18:41Z
dc.date.issued	2022-12-01
dc.identifier.citation	Value co-creation in the project society, 2022, pp. 65-76
dc.identifier.uri	http://hdl.handle.net/10453/164627
dc.description.abstract	<jats:p>Too much governance can stifle innovation in organizations. Too little governance can waste precious organizational resources. Business agility demands empowerment of people to take decisions on initiatives designed to deliver innovative products and services. Traditional monthly and quarterly governance forums such as steering committees and program boards for decision-making potentially impede the flow of work when the delivery of a program or project is done using agile methods in two-weekly sprints and decisions are required at a different and more frequent cadence. Data Science Initiatives (DSIs) which are exploratory and innovative in nature follow agile delivery methods. This paper is an exploratory study of implementing governance for DSIs based on a single case study. It investigates agile governance at project, program, and portfolio level for DSIs and suggests eight guiding principles focusing on product and portfolio governance. It is targeted at practitioners to guide them in setting minimum viable governance to ensure value is realized from their DSIs and for academics to advance research in governance of DSIs.</jats:p>
dc.language	en
dc.publisher	International Project Management Association, Serbian Project Management Association
dc.relation.ispartof	Value co-creation in the project society
dc.relation.ispartof	Value co-creation in the project society
dc.relation.isbasedon	10.56889/vjtu9918
dc.rights	info:eu-repo/semantics/openAccess
dc.title	MINIMUM VIABLE GOVERNANCE FOR DATA SCIENCE INITIATIVES A TRANSPORT FOR NSW CASE STUDY
dc.type	Conference Proceeding
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Design, Architecture and Building
pubs.organisational-group	/University of Technology Sydney/Faculty of Design, Architecture and Building/School of Built Environment
pubs.organisational-group	/University of Technology Sydney/Faculty of Engineering and Information Technology
pubs.organisational-group	/University of Technology Sydney/Strength - CCDP - Contemporary Design Practice
pubs.organisational-group	/University of Technology Sydney/e-Press
pubs.organisational-group	/University of Technology Sydney/Strength - AAII - Australian Artificial Intelligence Institute
utslib.copyright.status	open_access	*
dc.date.updated	2023-01-02T23:18:40Z
pubs.publication-status	Published

Abstract:

Too much governance can stifle innovation in organizations. Too little governance can waste precious organizational resources. Business agility demands empowerment of people to take decisions on initiatives designed to deliver innovative products and services. Traditional monthly and quarterly governance forums such as steering committees and program boards for decision-making potentially impede the flow of work when the delivery of a program or project is done using agile methods in two-weekly sprints and decisions are required at a different and more frequent cadence. Data Science Initiatives (DSIs) which are exploratory and innovative in nature follow agile delivery methods. This paper is an exploratory study of implementing governance for DSIs based on a single case study. It investigates agile governance at project, program, and portfolio level for DSIs and suggests eight guiding principles focusing on product and portfolio governance. It is targeted at practitioners to guide them in setting minimum viable governance to ensure value is realized from their DSIs and for academics to advance research in governance of DSIs.

Please use this identifier to cite or link to this item:

http://hdl.handle.net/10453/164627